Teaching Case - Urban Homesteading Assistance Board

Urban Homesteading Assistance Board


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  • Product Description

    Thirty years after its founding in 1973, New York City's Urban Homesteading Assistance Board (UHAB) found itself at a crossroads. The nonprofit, church-related organization that had long-provided tenants with assistance in renovating abandoned properties and converting them into cooperatives, UHAB was under pressure to adapt to a changing business climate, as the number of tax-foreclosed, city-owned properties declined in a resurgent New York city. What's more, UHAB, led by the same executive director for more than 20 years, faced tensions between an idealistic, semi-autonomous staff and the needs and demands of public contracts with requirements that specific tasks be completed in a measurably cost effective manner. As UHAB entered its fourth decade, a new chief operating officer must address its programmatic and managerial challenges, such that its idealism and individualism could happily co-exist with sound business practice.

    Learning Objective:
    This case is designed to provoke discussion of organizational strategy, in particular the approach best taken by a newcomer to an organization, charged with undertaking a significant change in its manner of operation.

  • Other Details

    Publication Date: October 01, 2003
    HKS Case Number: 1711.0
    Case Author: Chris Berdik
    Faculty Lead: Christine Letts
    Pages (incl. exhibits): 24
    Setting: United States
    Language: English
    Funding Source: Neighborhood Reinvestment Corporation
    _year: 2000-2009
    _pages: 16-25
    _geography: US & Canada
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